ML20069B572
| ML20069B572 | |
| Person / Time | |
|---|---|
| Issue date: | 03/09/2020 |
| From: | Jennifer Dudek Acquisition Management Division |
| To: | Wardlaw B Vantage Human Resource Services |
| References | |
| GS10F0019J | |
| Download: ML20069B572 (9) | |
Text
___________
(x)
NRC-HQ-84-16-T-0001 x GS10F0019J copies of the amendment; (b) By acknowledging receipt of this amendment on each copy of the offer submitted ; or (c) By separate letter or telegram which includes a reference to the solicitation and amendment numbers. FAILURE OF YOUR ACKNOWLEDGEMENT TO BE RECEIVED AT THE PLACE DESIGNATED FOR THE RECEIPT OF OFFERS PRIOR TO THE HOUR AND DATE SPECIFIED MAY RESULT IN REJECTION OF YOUR OFFER. If by virtue of this amendment you desire to change an offer already submitted, such change may be made by telegram or letter, provided each telegram or letter makes reference to the solicitation and this amendment, and is received prior to the opening hour and date specified.
N/A 072654999 VANTAGE HUMAN RESOURCE SERVICES INC NRCHQ WASHINGTON DC 20555-0001 MAIL STOP TWFN-07B20M ACQUISITION MANAGEMENT DIVISION US NRC - HQ ZEROREQ-OCHCO-20-0050 See Block 16C M0020 9
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- 13. THIS ITEM ONLY APPLIES TO MODIFICATION OF CONTRACTS/ORDERS. IT MODIFIES THE CONTRACT/ORDER NO. AS DESCRIBED IN ITEM 14.
- 12. ACCOUNTING AND APPROPRIATION DATA (If required) is not extended.
is extended, Items 8 and 15, and returning Offers must acknowledge receipt of this amendment prior to the hour and date specified in the solicitation or as amended, by one of the following methods: (a) By completing The above numbered solicitation is amended as set forth in Item 14. The hour and date specified for receipt of Offers
- 11. THIS ITEM ONLY APPLIES TO AMENDMENTS OF SOLICITATIONS FACILITY CODE CODE 10B. DATED (SEE ITEM 13) 10A. MODIFICATION OF CONTRACT/ORDER NO.
9B. DATED (SEE ITEM 11) 9A. AMENDMENT OF SOLICITATION NO.
CODE
- 8. NAME AND ADDRESS OF CONTRACTOR (No., street, county, State and ZIP Code)
- 7. ADMINISTERED BY (If other than Item 6)
CODE
- 6. ISSUED BY PAGE OF PAGES
- 4. REQUISITION/PURCHASE REQ. NO.
- 3. EFFECTIVE DATE
- 2. AMENDMENT/MODIFICATION NO.
- 5. PROJECT NO. (If applicable)
- 1. CONTRACT ID CODE AMENDMENT OF SOLICITATION/MODIFICATION OF CONTRACT 09/01/2016 ATTN BUTCH WARDLAW 1050 17TH ST NW STE 600 WASHINGTON DC 20036-4424 CHECK ONE A. THIS CHANGE ORDER IS ISSUED PURSUANT TO: (Specify authority) THE CHANGES SET FORTH IN ITEM 14 ARE MADE IN THE CONTRACT B. THE ABOVE NUMBERED CONTRACT/ORDER IS MODIFIED TO REFLECT THE ADMINISTRATIVE CHANGES (such as changes in paying office, C. THIS SUPPLEMENTAL AGREEMENT IS ENTERED INTO PURSUANT TO AUTHORITY OF:
D. OTHER (Specify type of modification and authority) appropriation date, etc.) SET FORTH IN ITEM 14, PURSUANT TO THE AUTHORITY OF FAR 43.103(b).
E. IMPORTANT:
Contractor is not, is required to sign this document and return __________________ copies to the issuing office.
ORDER NO. IN ITEM 10A.
FAR 1.602-3 Ratification of an Unauthorized Commitment x
- 14. DESCRIPTION OF AMENDMENT/MODIFICATION (Organized by UCF section headings, including solicitation/contract subject matter where feasible.)
X 1
Total Ceiling (Base and All Options): $1,500,000.00 (Unchanged)
Total Obligations: $1,055,280.93 (Unchanged)
Period of Performance: 09/01/2016 to 08/31/2020 16A. NAME AND TITLE OF CONTRACTING OFFICER (Type or print) 15A. NAME AND TITLE OF SIGNER (Type or print) 15C. DATE SIGNED 16B. UNITED STATES OF AMERICA 15B. CONTRACTOR/OFFEROR 16C. DATE SIGNED (Signature of person authorized to sign)
(Signature of Contracting Officer)
JENNIFER A. DUDEK STANDARD FORM 30 (REV. 10-83)
Prescribed by GSA FAR (48 CFR) 53.243 NSN 7540-01-152-8070 Previous edition unusable Except as provided herein, all terms and conditions of the document referenced in Item 9 A or 10A, as heretofore changed, remains unchanged and in full force and effect.
03/09/2020 TEL:
EMAIL:
301-415-2257 Jennifer.Dudek@nrc.gov
GS10F0019J / NRC-HQ-84-16-T-0001 M0020 2
The purpose of this modification is to ratify an unauthorized commitment for additional work performed on the customization of a Vantage Human Resource Services, Inc. COTS course to create a 1-day classroom course focused on U.S. Nuclear Regulatory Commission (NRC) culture entitled, NRC Culture Who We Are and Who We Want to Be.
Additional work included delivery of additional pilot course sessions as well as subsequent required course materials revisions. Final delivery of the customized course curriculum for NRC Culture Who We Are and Who We Want to Be, was made by Vantage Human Resource Services, Inc. to the NRC in October 2019. This modification with payment releases and forever discharges the Government, its officers, agents and employees from any and all claims however, derived, and Vantage Human Resource Services, Inc. agrees to refrain from lodging lawsuits in any forum, for additional adjustments or compensation arising under, or related to, this ratification of additional cost incurred of
. The parties agree that the services provided and compensation provided by this modification constitute the complete and final agreement for compensation of all costs associated with this ratification. Vantage Human Resource Services, Inc. expressly represents and acknowledges that in agreeing to the terms and adjustment contained herein, it has considered and made allowances for every cost, regardless of when incurred, for its interest related to the cost ratified, including any interest and attorneys fees. Accordingly, the contract is hereby modified as follows:
- 1) Section B, PRICE/COST SCHEDULE, CLIN 2015 is hereby increased by from to CLIN Description Quantity Fixed Unit Price 2015 Customization of COTS Course - Classroom Course Culture and Organizational Values Management (Major Customization) 1
- 2) Attachment 1 replaces the Written Order for Major Customization of Vendors Culture Course.
All other terms and conditions of this contract remain unchanged.
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Written Order for Major Customization of Vendors Culture Course Vantage Contract # GS-10F-0019J / NRC-HQ-84-16-T-0001 Revised March 2020 Objective The NRCs 2-day classroom course Culture and Organizational Values Management (#1250) is part of the new supervisor curriculum. The course was last revised in 2009 and no longer reflects the agencys current or future organizational culture. Changes in the nuclear energy industry and shrinking internal and external Federal resources have caused NRC to reexamine its processes, procedures, leadership development programs, and workforce skills to foster the innovation, agility and risk-informed decision making that will be needed to sustain the agency and its mission. NRCs organizational culture, based on existing vales and mission, must be transformed to sustain NRCs future. Leadership is key to this organizational change.
To support this cultural change, NRC has developed the NRC Leadership Model. The model provides explicit leadership behaviors all NRC employees should demonstrate as individuals, and leaders in support of accomplishing our mission. Anchored by the NRC Principles of Good Regulation and Organizational Values, these characteristics are integral to promoting and sustaining a culture that strives for organizational effectiveness, efficiency and agility. The six principles are: empowerment and shared leadership, innovation and risk tolerance, diversity of thought, receptivity of new ideas and thinking, collaboration and teamwork, and participative decision making.
NRC needs a 1-day classroom course to replace the current culture and organizational values course. This course will not only support new supervisor development but will serve as the foundation training for all NRC employees, introducing them to the NRC Leadership Model and its role for moving NRC forward. This course will also provide a springboard for later expanding the NRC Leadership Academy to include learning activities and events that provide application of the principals covered in the course, and pathways for changing the organizational culture from its current state to one that embodies the Leadership Model.
Scope of Work NRC wishes to customize Vantages 1-day classroom course Organizational Change. (See Appendix A.) This major customization will incorporate the NRC Leadership Model into the course content, as well as include discussions on the connection between the model and the agencys future, and application of the models behaviors in the agencys work. The course will include group activities, exercises and case studies, as appropriate. The exact content of the course will be based upon a limited needs assessment of the Leadership Model, current organizational culture, and NRCs strategic plans for the future, as well as research on how other Federal agencies and organizations effectively implement organizational change. This project will include needs analysis, course redesign, and the development of new and additional training content and instructional activities, pilot offerings (maximum of 3), post pilot
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evaluations and course changes (as determined by the pilots). The needs analysis will, as appropriate, include research of other Federal and non-governmental organizations (related to organizational change and implementation), and meetings with NRC staff. The exact content of the course will be determined once the project is underway, based on the needs analysis and research. Based on the course design and content, this project may also contain post-course learning activities to apply the learning beyond the classroom.
Deliverables
Project plan outlining estimated project schedule and deliverables
Needs Assessment o
Surveys o
Interview questionnaires o
Focus Group questions and script o
Summary of research on organizational change o
Analysis of data collected from NRC surveys, interviews, and focus groups o
Brief Needs Assessment Report
1-day classroom course: Course design and development activities producing the following o
Course participant guide and learner activity handouts and materials o
Course PowerPoints slides o
Abbreviated instructors guide containing agenda and timing, key teaching concepts (in brief paragraph or bulleted form) and directions for learning activities including timing and debriefing instructions o
URL links, videos or any other instructional materials needed to deliver the class
Pilot course deliveries (Maximum of three (3))
Post-pilot evaluations
Incorporate changes from the post-pilot evaluation, complete additional pilot courses as needed (maximum of 3 pilot courses); update the Instructors Guide and Participant Handbook based on feedback from course participants, the Instructor Team, NRCs curriculum developers; and develop final course materials.
o Deliverables:
Updated Participant Guide
Updated PowerPoint Slides
Updated Instructor's Guide
URL links, videos, and any other supplemental instructional materials used to deliver the class
Pilot course number 2 including o
trainer preparation (2 trainers);
o assign a team member to take notes during training, document feedback from course participants upon completion of training, and forward notes to the NRC-Vantage team; o
participate in a post-pilot conference call; and o
update the Instructors Guide and Participant Handbook based on the teams conclusions from the conference call.
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Pilot course number 3 including o
trainer preparation (2 trainers);
o assign a team member to take notes during training, document feedback from course participants upon completion of training, and forward notes to the NRC-Vantage team; o
participate in a post-pilot conference call; and o
update the Instructors Guide and Participant Handbook based on the teams conclusions from the conference call.
Assumptions and Constraints
This project will be conducted following the standards and scope outlined in the contract, and the course will be designed based upon the ADDIE process and sound instructional design principles.
All final project deliverables must be approved by the OCHCO project lead and the contract COR.
Access to NRC staff and materials will be determined by OCHCO project lead.
Staff availability may be limited and OCHCO realizes that as such, the depth of the needs analysis will only be as deep as is possible based upon the staff and documentation/materials provided the vendor.
NRC will do its best to review and provide feedback on all project drafts and deliverables within the agree upon project plan; however, unforeseen circumstances may cause some delays. Should such instances occur, the project schedule can be adjusted, as agreed upon the vendor the OCHCO project lead.
The OCHCO project lead must approve all interim and final project deliverables before the vendor can proceed with moving forward to the next phase of the project or completing the project.
The OCHCO Project Lead is Dennise Orlando, Sr. Instructional Systems Designer.
Period of Performance The period of performance for this task order is September 1, 2018 to October 30, 2019.
Price The work conducted under this order will be done in accordance with the contract.
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APPENDIX A Vantage Course Description Course
Title:
Organizational Culture Instructional Format and Content: Instructor-Led, Group Discussions, Small-Group Exercises, Case Studies.
Duration: 1-Day Course Course Description Understanding, shaping, and promoting organizational culture is a key leadership and followership responsibility. Successful organizations recognize the importance of establishing and maintaining a strong, consistent, organizational culture.
However, consistency is not universally emphasized, communicated, or practiced throughout many organizations. Strengthening a common understanding of organizational culture and the associated expectations requires leadership and followership that are both committed to putting efficiency and effectiveness first.
Front-line communicators, an organizations leaders (managers and supervisors),
shoulder the responsibility for communicating and championing messages consistent with an organizations objectives and goals, and implementing the tactics and strategies to effectively achieve these ends.
This course examines several visible and invisible aspects of organizational culture; values, assumptions, artifacts, and behaviors, and ties these observations to techniques and strategies that all staff members can employ to enhance their particular organizations performance. First, participants will define the organizational culture at their particular organization. Next, they will learn to differentiate between assumptions that support and erode positive, organizational culture. Finally, participants will discover the roles and responsibilities of leaders (supervisors and managers) and subordinates (followers) in creating and maintaining trust and open communication that supports positive, organizational culture.
Course Purpose and Goals This course develops leadership and followership competencies in supervisors, managers, and subordinate staff members that shape organizational culture that supports the highest levels of awareness in alignment with a companys mission, goals, strategies, and values. This course enables participants to:
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Observe, navigate, and champion efficient and effective organizational culture
Analyze, compare, and evaluate the theory that the invisible aspects of organizational culture drive organizational performance
Demonstrate leadership and followership that supports strong, sustainable organizational culture
Recognize and adopt leadership and followership strategies for positive, organizational cultural change Training Highlights and Objectives
Define your companys organizational culture
Define organizational culture generally
Describe a model of organizational culture
Identify the specifics of organizational culture and subculture
Discuss your companys organizational culture and the role of leadership and followership
Discuss how to increase self-awareness of culture and subculture in your organization
Differentiate between assumptions that support and erode organizational culture
Compare your organizations espoused values to the values exhibited by its members
Examine leadership styles and belief systems that affect the establishment and maintenance of positive, organizational culture
Demonstrate behaviors that promote a strong organizational culture
Discover the roles and responsibilities of leaders (supervisors and managers) and followers (subordinates) in creating and maintaining trust and open communication within your organization
Discuss communication strategies
Identify strategies for culture changes
Develop personal action plans to influence a positive organizational culture in alignment with your companys mission, goals, strategies, and values Module 1: Introduction to Organizational Culture Theory and Practice
Organizational Culture Defined
Iceberg Model: Visible and Invisible Organizational Culture
Johari Window: Self and Other Awareness
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The Edgar Schein Model of Organizational Culture: Artifacts, Beliefs and Values, and Assumptions
Organizational Culture and Subculture
Appreciative Inquiry (AI), Organizational Culture and Subculture Behaviors, and Potential Culture Clashes Module 2: Exploring Culture and Subculture at Your Organization
Your Organizational Strengths and Weaknesses
List and Describe Your Organizations Espoused Values, Goals, Objectives, and Link them to Strategic Outcomes
Identify and List Organizational Artifacts
Identify and Analyze Any Hidden Values, Goals, and Objectives
Identify and Discuss Underlying Assumptions
Dynamics of Culture: Groupthink, Sensemaking, and Polarity
Leadership and Followership Styles
Case Studies Module 3: Organizational Culture and Organizational Communication
Communication Strategies
Organizational Communication for Leaders and Followers: Communicating Expectations
Communication Strategies Through Both Words and Deeds
Appreciative Inquiry (AI)
Culture Change Strategies
Engendering Trust Throughout the Organization
Organizational Culture as an Impediment to Effective Organizational Communication
Obstacles: Moving from Other-Directed to Self-Directed Action
Developing Culture Change Action Plans
Tips for Leading High Performance Cultures
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Example Agenda (1-Day Course)
Time Item Description 8:00 am - 8:15 am
Introductions
Instructor, Participants, and the Course 8:15 am - 9:15 am Module 1 Introduction to Organizational Culture Theory and Practice 9:15 am - 10:15 am Module 1 Introduction to Organizational Culture Theory and Practice (cont.)
10:15 am - 10:30 am Break Morning Break 10:30 am - 11:30 pm Module 2 Exploring Culture and Subculture at Your Organization 11:30 am - 12:30 pm Module 2 Exploring Culture and Subculture at Your Organization (cont.)
12:30 pm - 1:30 pm Lunch Midday Break 1:30 pm - 2:30 pm Module 3 Organizational Culture and Organizational Communication 2:30 pm - 2:45 pm Break Afternoon Break 2:45 pm - 3:45 pm Module 3 Organizational Culture and Organizational Communication (cont.)
3:45 pm - 4:45 pm Module 3 Organizational Culture and Organizational Communication (cont.)
4:45 pm - 5:00 pm Summary Summary of the Course 5:00 pm Adjourn End of the Course